Challenges and Current Trends of Crm in Pc Industry: a Case Study at Dell Asia Pacific

Ch tout ensembleenges and certain Trends of CRM in PC Industry A Case Study at dell Asia Pacific, Bukit Minyak ABSTRACT In the refreshing millennium, guest help pull d testify performance has emerged as depict success detailors in chief(prenominal)taining the nerveal conflict. This has take client family kindred counselling (CRM) to take the driver seat mapping in creating a to a greater extent loyal and profit adapted node make at agonistic comprise. CRM has evolved from advances in selective nurture applied science and constant touch needs from clients to create honor in the products and work.In current clientele environment, CRM is a strategic pipeline sector tool that seamlessly integrates all the functional departments crosswise the organization to work towards maximizing node value finished and through strategic partnership. CRM has played a keystone role in the PC pains by taking PC manufacturers closer to guests in equipment casualty of consciousness their needs, buying behaviors and value creation in the supply chain. Armed with CRM strategies and, IT en adequate to(p)d customer and sales database, PC manufacturers deal reoriented their pipeline nearly the customer. dingle, as unity of the world largest PC manufacturers, welcome strengthen its commercialize sh ar by positioning itself to provide customers with superior value, high- case, relevant technology, and customized products and work, mate with its IT coordinated CRM solutions. At dell, e-CRM oriented employment solutions atomic number 18 initiated to automate and centralize customer database to enshroud long-term partnership and PC groceryplace dominance.This project paper pull up stakes analyze the current CRM trends and after liveliness challenges in PC exertion base on the case landing field conducted at dingle Asia Pacific, Bukit Minyak. muchover, the paper leave al ane also address the selected DELL land site, on its strategi c effort in utilizing CRM methodologies supported by IT solutions to stay ahead of competitions. Categories and Subject Descriptors Transaction fermenting and effort Resources be after System Traditional Transaction Processing Application General damageManagement, Measurement, Documentation, Performance, Economics, Experimentation, Human Factors, Theory Keywords client Relationship Management (CRM), PC industry, instructing technology (IT), Web- found customer interaction (WCI) 1. INTRODUCTION Breakthroughs in entropy Technology (IT) have changed the fundamental rule of the way military control is being conducted in modern organizations. IT tune icons like e-Commerce, K-Economy, etc have made things more complicated, where pore of the business has evolved and oriented around customer.Basi bellowy, customers atomic number 18 in the position to forever demand and dictate what exactly they want at competitive cost value-added products and works. Organizations are compet ing among each separate to be the food market leader, and emergent groundbreaking IT solutions are helping organizations to achieve its competitive advantage. One of the key areas of business competencies is the magnate of organizations to sustain the highest level of customer oriented assistant performance. The impertinent business model is changing the producers mindset from product-centered to customer-centered business.This has led node Relationship Management (CRM) to take the center stage position to create a loyal and profitable customer base at competitive cost. 1. What is node Relationship Management (CRM)? CRM is a strategy wasting diseased by organizations to comprehensively learn roughly customers needs and behaviors in enact to establish shaping race with them after all it is the core of business success. Basi holler outy, CRM is a legal opinion regarding how an organization can lionise their most profitable customers with increased value of interaction to consequently maximize the profits.This is achieved through the understanding of the drivers of current and future customer profitability to appropriately allocate the resources crossways all areas that allude customer descents i. e. , communication, customer service, product/ service development, etc. Customer relationship precaution revolves around three key technology areas the lucre, the customer wish center and a data warehoexercising of customer- link up selective culture. Customer teaching is captured through comp both call center, the Internet, and other communications channels.It is this customer discipline, which established a 360-degree picture of the customer that anyone throughout the organization can door when functional with them. Through the Internet, both company employees and the customers themselves are able to access business transacted data from daily production ashess, which are then enhanced with customer-centric information such(prenominal) as sales and service call activity, key customer contacts, and specific products purchased.From these technologies, there are also offshoots into emerging technology areas such as wireless technology, for facilitated remote access by customers and company product line representatives workforce wariness software, for streamlined back-office trading operations that are organized around the CRM business model and Web-based customer interaction (WCI). Even though, there are many technological components to CRM, the using upful way to view CRM is as a entirety business dishes that impart help bring together pieces of information about customers, sales, and merchandising rough-and- sound outyness and responsiveness, and market trends.Therefore, by integrating quite a little, bidding and technologies, the relationship with both external and internal customers are maximized. 1. 2CRM Goals and Objectives Through the slaying of CRM, organizations would be able to recognize their most profitable customers and leverage those relationships to the point of optimal profit. Furthermore, successful CRM programs exit ensure active participation from all employees in the organization.CRM leave behind utilize all possible ways to identify what exactly customer is feeling for, market the organizations strength, and ability to fulfill the customers needs, retained the customers through value added services. The main idea of CRM initiatives is that it helps businesses use technology and human resources to gain insight into the behavior of customer and the value of those customers. These are the fundamentals for customer the true program.There are some(prenominal)(prenominal) goals and objectives of CRM in a business framework (Kalakota & Robinson, 2000) Use existing relationships to learn revenue enhance profitability by identifying, attracting the best customers. Use co-ordinated information for excellent service by utilise customer information to best serve c ustomers needs. Introduce more repeatable sales processes and procedures companies moldiness improve consistency in account counseling and selling. Create unfermented value and in lifelessness loyalty the ability to respond to needs and accommodates requests. enforce a more proactive solution strategy use proactive consumer relations that resolve problems on the first call. 1. 3CRM Architectural fashion model In the CRM architecture, a company must first recognize the customer-centric risees in the business processes. The demand of integrating the customer life cycles, interaction and servicing processes in an application of CRM architecture is obvious. Thus, it is clear that the CRM is built to be customer-centric and in character organizing CRM processes around the customer, rather than respectively to marketing, sales or any other internal function. come in 1 illustrates the summary of CRM architecture. CRM architecture examined how products are built, how theyre depl oyed and customized, and integrated with external applications. A CRM product is selected primarily on its functionality provided its architecture should be a significant influence on the finish to buy or vice versa. 4. desegregation with Business Application Tools CRM is emphatically not a stand-alone program, it must be designed in away that it can be integrated into the companys get business processes as shown in Figure 2.CRM must be able to work effectively with other business processes to value add the rack up operations. Basically, CRM tools will gather, analyze and store critical information captured at customer touch points. Together with ERP/ data warehouse, CRM database will provide the relevant information for business decision- reservation processes that relates to sales and marketing strategies, business development of new or existing customer and companys strategic direction. 1. 5Role of e-CRM and Its Strategies -CRM refers to achieving CRM through using Internet technologies, primarily the mesh and e-mail allied to database marketing to power train up for the new 24-hour global economy. e-CRM will revolve around on how to use the web site, databases and e-mails to manage customer relationships by providing online content and services. In order to achieve and support the organizational effort on e-CRM, companies must focus on few key strategies, as followings Real time e-CRM operates in almost instantaneous real time and it can be integrated seamlessly together, without the impairment of efficiency. Closed loop topology e-CRM operates in spite of appearance a closed loop system, resulting in huge gains in efficiency. Multi-channel e-CRM is based on the architecture and available across all channels, where changes to activities through one channel are mechanically and presently updated across all channels. 2. Literature criticism CRM is a highly fragmented environment and has come to mean different things to different people (Mc kie, 2000). The same understanding of CRM, also have been supportd and cared by Winer (2001) and Goodhue (2002).One view of CRM is the utilization of customer related information or knowledge to deliver relevant products or services to customers (Levine, 2000). Another school of thought, CRM is inclusive of the whole organization including its internal and external environment and key processes of the firms customers (Day, 2000). While such definitions are widespread, they tend to adjure a narrow insight into the basic characteristics of CRM. As CRM evolves, comprehensive definitions are emerging, with an emphasis on multi dimensional business objectives.Goldenberg (2000) believed that CRM is not merely technology applications for marketing, sales and service, but rather, when successfully implemented, a cross-functional, customer- drive, technology-integrated business process management strategy that maximizes relationships and encompasses the entire organization. According to L ight (2001), CRM evolved from business processes such as relationship marketing and the increased emphasis on alter customer holding through the effective management of customer relationships.Relationship marketing emphasizes that customer retention affects companys profitability, in that it is more economic to maintain an existing relationship with a customer than create a new one (Payne et al. , 1999 Reichheld, 1996). Christopher et al. (1991) also agreed that CRM has its roots in relationship marketing which is aimed at improving long run profitability by shifting from transaction-based marketing, with its emphasis on winning new customers, to customer retention through effective management of customer relationships.Sandoe et al. (2001) argued that advances in database technologies such as data warehousing and data mining, are crucial to the functionality and effectiveness of CRM systems. In later stage, relationship marketing emerged and had led others such as Newell (2000) t o search strategic methods for maintaining and improving customer loyalty. Furthermore, Peppard (2000) suggested that technological advances in global networks, intersection and improved interactivity, are key to explaining the reaping of e-business and CRM.The increasing use of digital technologies by customers, particularly the Internet, is changing what is possible and what is evaluate in terms of customer management (Tamminga and OHalloran, 2000). The appropriate use, for instance, of automation technologies, such as interactive articulation response systems and Web-based frequently asked question pages, could be general with customers and highly cost effective (Petrissans, 2000).Also for customers, CRM offers customization, simplicity, and convenience for completing transactions, regardless of the channel used for interaction (Gulati and Garino, 2000). CRM initiatives have resulted in increased competitiveness for many organizations as witnessed by high revenues and ra se operational cost. Managing customer relationships effectively and efficiently boosts customer satisfaction and retention rates (Reichheld, 1996a, b Jackson, 1994 Levine, 1993). CRM applications help organizations assess customer loyalty nd profitability on measures such as repeat purchases, money spent, and longevity. In particular, customers benefit from the popular opinion that they are saving time and money as well as receiving better information and special treatment (Kassanoff, 2000). Despite the diverging definitions, universe is that CRM is a complex combination of business and technological factors, and thus strategies should be formulated strategically and matchly. 3. PC Industry The introduction of the first PC in the mid 1970s led to an industry that emerged as one of the largest and most dynamic sector.PC industry eventually became a multi-billion horse worth of business that have gone through various prepareth phase. Today, the worlds PC industry is booming due to emerging demand for IT harvest, which is parallel to explosive outgrowth of worlds population. PC became the driving force for the whole estimator industry. PC industry kinetics changed by the late-1990s when PCs became the means to get to the Internet. In the coterminous decade a cellular-based packet communications network and broadband will barely grow the Internet.Over the next 10 days the PC industry will prosper and thrive with two additive driving forces consumer electronics devices built with figure platforms (information appliances) and mobile devices such as PDA and mobile phones. The PC industry is in truth competitive and has a good record of adapting to emerging technologies and market trends. This is likely to happen again and the PC industry will compress information appliances and mobile devices. 3. 1PC securities industry Trends Trends in Table 1 showed that, the worldwide shipment for PC never stops growing from 1975 to 2005.In fact the industry volu me had seen an increasing trend ever since the year 1990. However, the growth percentage began to slow down starting in late 1990s. This is the establish that the PC industry is at the end of the growth stage, and soon will enter into the maturity stage. Apart from the effect due to the product life cycle maturity, other aspect of business such as globalization, stinting and financial crisis, and presence of China market sufferd treat to the global PC industry. Table 1 Worldwide PC Market harvest-tide (Source eTForecasts, 2003) Gender manlike 31 (65%) Fe manly 17 (35%) Occupation good 36 (75%) Business 12 (25%) Age Group 21 to 45 years old Income RM 2,000 Nil RM 2,000 5,000 29 (60%) RM 5,000 8,000 16 (33%) RM8,000 3 (7%) PC Accessibility 100% Internet Accessibility 100% From this look into, one measurable finding was all working group of people especially those who are from industrial organization, regardless of their income or position they hold, all of them some how able to access to PC either at home or workplace, as well as to Internet. This mainly because of current environment, which admit PC and related electronics gadget to be a necessity items in day-to-day lifestyle.Furthermore the cost to purchase these devices is rattling much affordable, and for those who dont own it, they are still able to access the Internet or Web-based services either at office during working hours or at Cybercafe at leisure hours. In this study, majority of the respondents is male and those who are working in expert areas, in fact both the gender and occupation cathode-ray oscilloscope have some sort of relationship between them. Most of the male respondents are from technical background i. e. , technical or operations based managers, engineers or technicians. In contrast, most of the female respondents is working in the business related environment i. e. , sales or marketing, purchasing and finance executive director directors.This i ndirectly relates to the way the understudy respond to the slew, basically, technical oriented person viewed this survey from product feature, functionality and technical superiority point of view. However, business people is more inclined to pricing, customization and human touch aspect i. e. , customer services. In this study also, majority of the respondents income falls in the range of RM 2,000 to RM 5,000, which indicating most of them are belongs to supervisory, executive and engineer category, with smaller group holding managerial and senior executive positions. Table 4, revealed the results based on the first section of the survey, which gave an overview of PC market trends and conditions among the understudy.The survey results shows that, educated and computer literate consumers are keeping au fait of current PC market trends in terms of product knowledge, service availability and PC manufacturers who is the trend setter. Todays business golf club is more sensitive to ch anges surrounding them, they wouldnt like to be left out in IT progress, and so they keep upgrading or changing the PC and its accessories within couple of years. Survey findings shows that, the understudy changed their PCs typically after 5 years and unless 37% are changing within 3 to 5 years. This is due to majority of them are using the companys PC or rather its costly for engineers or executives with reasonable income.Since the handiness to Internet is possible, literally everywhere, todays consumers are well inform and keep up with the changes in the PC market. There are consumers, who is still prefer to purchase PCs from computer spy, since they feel unsafe to do online transactions, however this trend will change in future as more consumers will be secured from spyware. Furthermore retailers will prevent to loss their market share, mainly because of unavailability of after-sales support, and orders through mail became legacy. As for call-centers, business is expecte d to boom in future, since they have started to use some advanced(a) IT solutions. Based on the findings of survey, its very obvious that desktop PCs are still the favorite product ype among the respondents, and those who are working in organization mainly use it. On top of that desktop PCs competitive expense made it affordable by moderate-income group. As for mobile PCs i. e. , notebook and palmtop is unwashed among managers and senior executives, and this product segment have b secure future, since it is best fit for fast moving business environment. Table 4 Part 1- PC grease ones palms Experience Survey Criteria Results Frequency of changing PC hardware and accessories. 3 years Nil 3 to 5 years 13 (27%) 5 years 35 (73%) Purchasing Channel Computer shop 15 (31%) retailer Nil Internet 29 (61%) Toll supererogatory Phone/ Call Centers 4 (8%) Mail Orders Nil yield typecast Desk Top 27 (56%) Notebook 14 (29%) Palmtop 6 (13%) Others 1 (2%) steel Acer 5 (10%) HP-Compaq 6 (13%) DELL 18 (38%) IBM 11 (23%) Toshiba 1 (2%) Fujitsu 2 (4%) knockoff 5 (10%) Purchasing preference Brand 15% Price 31% Service 29% character/ Reliability 14% Appearance 1% Functionality 4% Customization 6% As consumers become more knowledgeable, they tend to be very intelligent in making decision, and selecting the right product, with excellent services from the competitive PC manufacturers. The PC market is evaporable in the sense that superior product or service is expected at very competitive price, and only that manufacturer with efficient operations is able to survive.In todays market, DELL emerged as the market leader, and this clearly reflected in the survey result, which revealed that 38% of the respondent had chosen DELL. The next contenders are IBM and HP-Compaq, however the pricing is still not as competitive as DELL. Whereas Toshiba and Fujitsu products such as notebooks are as considered as hig h-end products, and therefore it is serving only targeted market segments, i. e. , managers and senior executives with higher income. About 5% of the respondent preferred to purchase clone PCs, which is very low priced, and those consumer groups with lower income still can afford. In future, clone PC market will continue to deteriorate, as there will a price war. In this section also, assessment was made to study the respondents urchasing behavior, and what are the factors influencing the preferences that leads to the decision making of the purchasing process. Based on this study, there are two very important criteria that influence the respondents, price and customer service factors. Basically, pricing was the main concern, due to majority of the group is moderate earners, and therefore they are looking for the best buy and next they expect are excellent services for worth of money. These factors is followed by branding and, product calibre and reliability factors, which belatedly consumers are more sensitive of the brand, which is due to their vast exposure about the market trends, and the main contributing factor is the Internet and Web-based technology.Modern consumers have high expectations on PC performance in terms of quality and reliability. Other non-critical factors that influence the purchasing decision is high customization, product with more functionality and attractive and appealing appearances. Based on section two of the survey, only those respondents, who use DELL PC were assessed from various perspectives, such as consumers total experience with DELL, what are the customer touch points, DELLs marketing and business strategies and, area that DELL can do better and how DELL can position itself as counteract from its competitors strategic move. Basically, findings from this section of survey were summarized into the SWOT summary as shown in Table 5.A dissipated glance of SWOT analysis shows that internally DELL has tremendously improved and a ble to turnaround its weaknesses to further strengthen its position in the market. This was very obvious scenario couple of years ago, where DELL was competing with IBM, was then the PC market leader. However, DELL has aggressively worked on new strategies based on their identify weaknesses internally and market opportunities externally, and that made them capture the market leadership position. Without any hesitation, DELL continued on its strategic planning, with focus on key IT solutions, such as Web-based customer information portal, enhanced e-survey to capture voice of customers and other e-CRM strategies to monitor very closely on customer service performance metrics. Table 5 SWOT abstract of DELL Product in PC Market Strength Weakness 1 Build-to-Order approach 1 No intermediary retailing channel 2 respect added customer service 3 subscribe interface with end customers 4 Customer service specialist 5 Customer oriented business model 6 Good after sales supp ort 7 On-Line purchasing 8 Product differentiation 9 resolve market segmentation 10 Comprehensive product information 11 Web based customer service portal Opportunity holy terror 1 Product leasing program 1 Short product life cycle 2 Attractive payment scheme 2 competitive pricing 3 New potential market Government agencies & higher learning3 No brand loyalty institutions. 4 Clone PCs 4 Completing the PC peripherals and accessories product range. Apart from that, SWOT analysis also revealed the market opportunities, which DELL should be focusing for future growth. The new opportunities are product leasing program and, emerging of new potential market segment, which is local government agencies and higher education centers. Most importantly, these are the untapped markets that DELL should concentrate its future efforts to maximize the provide. Regarding the external threat, DELL came up with many effective counter strategies that the threats are no longe r pose any risk. 5. 2 PC Market DELL opposition Competition in the PC market remained fierce during the last few years as notebook adoption continued and consumers reacted to falling prices.Worldwide PC shipments were in line with forecasts, growing 15. 2% year-on-year to 44. 6 million units, according to IDCs Worldwide Quarterly PC Tracker, Commercial demand showed some signs of recovery and consumers remained active during the holiday season. Strong growth in europium and sustained notebook demand were key sources of growth, although limited supply of straightaway panel displays constrained shipments for some vendors. On an annual basis, shipment growth moved into double digits for the first time since 2000, boosting shipments to a record 152. 6 million on growth of 11. 4%. DELLs underlie strengths are its abilities to penetrate into new markets with all the advantages under its belt.From the latest statistics, DELLs server market is able to gain market share and grew by 31 p ercent during the last few quarters. This is contradicting to other PC vendors as they experienced declining server sales and market share and it shows that, DELL is able to strategize and implement very aggressive business and marketing plans to beat success. 5. 3DELL e-CRM Strategies Being a giant PC maker and customer-oriented, DELL depends on sophisticated IT applications in carrying out their business processes ranging from line manufacture across administration to customer relationship management. DELL has also invested substantially in building its IT alkali in order to create an advance and effective work place.Nonetheless, DELL also prepares its staffs to be IT oriented in execute their jobs, and this enables DELL to stay ahead of their competitors. As observed, DELLs e-CRM strategies are closely in line with the model of CRM architecture frameworks, which was illustrated in Figure 2. The e-CRM strategy of DELL has begun with customer acquisition, value enhancement and customer relationship retention. In other words, DELL has fully utilized the IT edge in carrying out CRM operations and also use as their business uninflected tools. DELL has prepared a very comprehensive web site and call centers to interact with its customers. Further enhancement of the web site and call centers, enable DELL to stand out as far as e-CRM is concerned.The Strategies In customer acquisition, DELL emphasize in direct interfacing with customers. In that sense, DELL eliminates the intermediaries in their distribution channel. All information of products can be obtained on-line and is assisted by well-trained e-CRM specialists. There are several original features on the web that need to be highlighted. Among them are 1. On-line figure Suitable for those who intend to purchase a customized system. 2. Automated order process Once order is confirmed, the specification of goods will be informed to assembly floor to start the production and it is achieved via a fully autom ated process. 3. recompense on-line The payment scheme prepared by DELL is exploiter golden. 4. Order billet check While waiting for PC system to be delivered, customer can check the good delivery status on-line. 5. Comprehensive technical support DELL is well known for its technical support on-line and also call-center. DELL committed to reply their customers queries within 4 hours. 6. Information rich web site Customers can advantageously access to detail information via on-line, such as E-value. DELL ever emphasizes on the customer-centric approach, enhancing the customer value, thus creating sales opportunities. More importantly, DELL has managed to use strategically the innovative IT solutions in this process as following 1.Value-add to customer Customers are always delighted by the kind of service provided by DELL. 2. Customer database To ensure customer have full accessibility of information they convey, and should be maintained up-to-date. 3. Knowledge database Product knowledge and experience is share between customers and DELL employees for mutual benefits. More importantly DELL adds value to customer by creating opportunity of upgrading and cross selling of its product 1. sustained update of information Educate customer awareness on DELL product update. 2. Voice of Customer Using e-Survey to capture customer inputs and feedbacks regarding product and service performance. 3.Free software upgrades DELL customers are entitled for selected operating(a) and applications software through its website such as Windows XP and McAfee. 4. Customer Care Providing additional product safety and security features in terms of quick on-line tips to combat spyware and adware. DELL continued to invest in keeping its infrastructure as one of the best IT platform. For instance, DELL staffs are able to access to internet or intranet through wireless broadband connection within the plant. This allows them to respond immediately to any issues pertaining to customer feedback and complaint. 6. 0Conclusions and Recommendations The customer expectations have arise in recent years and the firms have come up with a number of innovative ideas of serving customers.This has provided the customer with the flexibility and convenience. Similarly, various groups of customers would require different level of services and support. For first time buyer, they may require installation and training services while big corporations with internal computer specialist may expect more comprehensive CRM program coupled with other value added services. However, the important motto would be the exercise and implementations to keep the customers satisfied, and that would be the ultimate goal for each and every organization. DELL certainly has given their best to expand their customer horizon, and they are definitely on the right track towards creating profitable customer base.With that, we can expect more and more innovative business ideas from DELL in future, which will continue to delight the ever-demanding customers. We also would like to recommend that, DELL should explore further in areas concerning market opportunities, as mentioned in the SWOT analysis table. cautiously analyzing and turning each opportunity into their advantage would prepare DELL to exceed at greater heights. DELL also needs to fine-tune infinitely its e-CRM strategies to further strengthen their customer centric approach. REFERENCES 1Agrawal, V. & Mittal, M. (2002). Customer Relationship Management The e11 Way. 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Appendix 1 PC Industry Research Questionnaire Respondent Particular Age __ Gender __ Male __ Female Occupation __ Technical __ Business Income Group __ Below RM2,000/= __ RM2,000/= to RM5,000/= (per month) __ RM5,000/= to RM8,000/= __ preceding(prenominal) RM8,000/= Accessible to Internet __ Yes __ No Part I PC Purchase Experience 1 Have you ever own a PC (either at home or work place? __Yes __ No 2 How many time have you bought a PC for the last 5 years? Please state __ 3 Through which channel the PC is purchased? __ Computer shop __ Elect.Appliance Retailer __ Internet __ Toll scanty telephone __ Mail order Others 4 What type of PC do you purc hase? __ Desktop __ Notebook __ Palmtop Other _____ 5. What is the PC brand have you purchased? __ Acer __ HP-Compaq __ Dell __ Toshiba __ IBM __ Fujitsu __ Clone 6. What is sequence of criteria in purchasing a PC? __ Brand (from top to bottom1 to 7) __ Price __ Service __ Reliability/Quality __ Appearance __ Functionality __ Customization Part II Experience with Dell (For those who has bought Dell PC only) 1 What are your experience using Dell products? __ Good __ bewitching __ Bad 2 Have you ever visited Dells web site? __ Yes __ No 3 Have you called to Dells gong free call center? __ Yes __ No 4 Have you read through Dell advertisement on printed material? __ Yes __ No 5 What channel do you find the most effective to get information from Dell __ Internet __ Toll Free Call __ Printed material 6 Do you find Dell web site user friendly? __ Yes __ No 7 Do you satisfy with Dells very Dissatisfi ed Dissatisfied Neutral Satisfied Very satisfied i. service quality ii. product quality iii. technical support iv. rice 2 Does Dell continuously provide information/promotion of its product to you? __ Yes __ No 3 Can Dell employee address you by name when you call them? __ Yes __ No 4 Can Dell identify you purchase immediately when you require after sale technical support? __ Yes __ No 5 Does Dell employee friendly and helpful? __ Yes __ No 8 Will you return to Dell for subsequent purchase? __ Yes __ No 9 Do you agree Dell has successfully created good relationship with you? __ Yes __ No 10 Do you have any suggestion for Dell to further improve its Customer Service Please state pic Receivable/ Payable Profitability Analysis Production Planning Inventory Mgmt Shipping Personnel Planning Payroll Back Office Functions Front Office Functions Figure 1 CRM Architecture Framework Globally Dispersed CustomersCu stomer Support Cross-Functional Processes open frame Down Department Walls Complete Integrated Solution Integrated CRM Applications call down Partial Functional Solutions Retain Marketing Mgmt Order Mgmt sales Mgmt Sales Planning Pricing After Sales Service Sales Force Automation Figure 2 Integration of CRM with Business Application Tools Customer Support Traditional Touch Points Retail Store Front Service Departments Cross-sell & Upgrade Proactive Service Direct Marketing Electronic Touch Points Website/ Internet E-mail Call shopping center Voice Response System Direct Marketing Customer demeanor Cycle Customer Touch Points Acquire CRM Technology ERP/ Data storage warehouse